A Systems Model to Change

A systems approach to change entails looking at the organisation as a system and taking a “big picture” perspective of organisational change. Kreitner et al. explain this model as comprising of the following:

Inputs - Organisational change should be consistent with the organisation’s mission, vision and resulting strategic plan. The strategic plan, based on an analysis of the organisation’s strengths, weaknesses, opportunities and threats, will form the basis for any changes initiated by management.

Target elements of change - The target elements represent the components of the organisation that may be changed. A change effort can be directed at the following target elements:

1) realigning organising arrangements such as policies, procedures, roles, the structure, rewards or the physical setting;

2) social factors such as the organisation culture, group processes, interpersonal interactions, communication and leadership;

3) methods such as processes, work flow, job design or technology; 

4) goals such as desired end results, priorities, standards, resources and linkages through-out the organisation; and

5) people's knowledge, ability, attitudes, competence, motivation and behaviour.

Outputs - Outputs represent the desired end results of a change. These end results should be consistent with the organisation’s strategic plan. The change may be directed at the organisational level, department/group level, or individual level. It is important to note that change efforts are more complicated and difficult to manage when they are targeted at the organisational level, because it is more likely to affect multiple target elements of change.